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Marketing
Strategy and
Customer
Relationships
2 Planning, Implementing, and
Controlling Marketing Strategies
Objectives
• Strategic Planning
– The process of establishing an
organizational mission and formulating
goals, corporate strategy, marketing
objectives, marketing strategy, and a
marketing plan
Source: Figure adapted from Marketing Strategy, Second Edition, by O. C. Ferrell, Michael Hartline, and George Lucas, Jr.
Copyright © 2002. Reproduced with permission of South-Western, a division of Thomson Learning.
FIGURE 2.1
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Marketing Strategy and Marketing Plan
• Marketing Strategy
– A plan of action for identifying and
analyzing a target market and developing
a marketing mix to meet the needs of that
market
• Marketing Plan
– A written document that specifies
the activities to be performed to
implement and control an
organization’s marketing activities
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Assessing Organizational Resources and
Opportunities
• Core Competencies
– Things a firm does extremely well
(strengths), which sometimes give it an
advantage over its competition
• Financial and human resources
• Reputation, goodwill, and brand names
• Market Opportunity
– A combination of circumstances and timing
that permits an organization to reach a
target market
• Core competencies are matched to
opportunities
• Strategic windows—
temporary periods of optimal
fit between the key requirements
of a market and the particular
capabilities of a firm
• Competitive Advantage
– The result of a company’s matching
a core competency (superior skill
or resources) to opportunities
in the marketplace
• Manufacturing skills
• Technical skills
• Marketing skills
Source: Reproduced from Nigel F. Piercy, Market-Led Strategic Change. Copyright © 1992, p. 371, with
permission from Elsevier Science.
FIGURE 2.2
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Establishing an Organizational Mission and
Goals
• Mission Statement
– A long-term view, or vision, of what the
organization wants to become
– Mission statement answers two questions:
• Who are our customers?
• What is our core
competency?
FIGURE 2.3
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Corporate Strategy
• Market-Growth/Market-Share Matrix
– A strategic planning tool based on the
philosophy that a product’s market growth
rate and market share are important in
determining marketing strategy
– Factors determining SBU/product’s
position within a matrix
• Product-market growth rate
• Relative market share
Source: “The BCG Portfolio Matrix” from the Product Portfolio Matrix, © 1970, The Boston Consulting
Group. Reproduced by permission. FIGURE 2.4
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Business-Unit Strategy (cont’d)
• Marketing Planning
– The systematic process of assessing
opportunities and resources, determining
objectives, defining strategies, and
establishing guidelines for implementation
and control of the marketing
program
• Benefits of Planning
– Provides the basis for internal
communication among employees
– Defines the assignment of responsibilities
and tasks and sets the schedules for
implementation
– Presents objectives and specifies resource
allocations
– Helps in monitoring and evaluating the
performance of the marketing strategy
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Implementing Marketing Strategies
• Marketing Implementation
– The process of putting marketing strategies into
action
• Intended Strategy
– The strategy that the company decides on during
the planning phase
• Realized Strategy
– The strategy that actually takes place
Intended Realized
Implementation
Strategy Strategy
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Approaches to Marketing Implementation
• Internal Marketing
– Coordinating internal exchanges between
the firm and its employees to achieve
successful external exchanges between
the firm and its customers
– Helping employees understand and accept
their roles in the marketing strategy
– External customers
• Individuals who patronize a business
– Internal customers
• A company’s employees
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Total Quality Management
Total Quality
Management
Continuous
Empowered
Quality
Employees
Improvement
Marketing Concept
• Centralized Organization
– A structure in which top management
delegates little authority to levels below it
• Decentralized Organization
– A structure in which decision-making
authority is delegated as far down the
chain of command as possible
Centralized
Marketing Product Geographic Customer
or
Functions Groups Regions Types
Decentralized
FIGURE 2.5
• Problems in Controlling
Marketing Activities
– Lack of the information
required to control activities
– Uncontrollable influence of market
environment changes on marketing
activities
– Time lag that occurs between marketing
campaigns and their results delays
corrective actions
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After reviewing this chapter you should: